LEADERSHIP

THEORY
Theories
1. “Great Man”
2. Trait
3. Behavioral
4. Participative
5. Situational
6. Contingency
7. Transactional
8. Transformational
What is theory?
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 a coherent group of tested general

propositions, commonly regarded as
correct, that can be used as principles of
explanation and prediction for a class of
phenomena: Einstein's theory of relativity.
Synonyms: principle, law, doctrine.
“Great Man” theory
 Great man theories assume that the
capacity for leadership is inherent – that
great leaders are born, not made.
 These theories often portray great leaders
as heroic, mythic and destined to rise to
leadership when needed.
 The term "Great Man" was used because,
at the time, leadership was thought of
primarily as a male quality, especially in
terms of military leadership.
“Great Man” theory
 The great man theory of leadership became
popular during the 19th-century.
 The mythology behind some of the world's most
famous leaders such as Abraham Lincoln, Julius
Caesar, Mahatma Gandhi, and Alexander the
Great helped contribute to the notion that great
leaders are born and not made.
 In many examples, it seems as if the right man
for the job seems to emerge almost magically to
take control of a situation and lead a group of
people into safety or success.
“Great Man” theory
 Historian Thomas Carlyle also had a
major influence on this theory of
leadership, at one point stating that,
"The history of the world is but the
biography of great men." According to
Carlyle, effective leaders are those
gifted with divine inspiration and the
right characteristics.
“Great Man” theory
 Some of the earliest research on leadership
looked at people who were already
successful leaders.
 These individuals often included aristocratic
rulers who achieved their position through
birthright.
 Because people of a lesser social status had
fewer opportunities to practice and achieve
leadership roles, it contributed to the idea
that leadership is an inherent ability.
“Great Man” theory
 Even today, people often describe
prominent leaders as having the right
qualities or personality for the position,
implying that inherent characteristics are
what make these people effective
leaders.
“Trait” theory
 Similar in some ways to "Great Man" theories,
trait theories assume that people inherit certain
qualities and traits that make them better suited
to leadership.
 Trait theories often identify particular personality
or behavioral characteristics shared by leaders.
 If particular traits are key features of leadership,
then how do we explain people who possess
those qualities but are not leaders? This
question is one of the difficulties in using trait
theories to explain leadership.
“Trait” theory
 The trait theory suggests that individual
personalities are composed broad
dispositions.
 Consider how you would describe the
personality of a close friend. Chances are
that you would list a number of traits, such
as outgoing, kind and even-tempered.
 A trait can be thought of as a relatively
stable characteristic that causes individuals
to behave in certain ways.
“Trait” theory
 The trait approach to personality is
focused on differences between
individuals.
 The combination and interaction of
various traits forms a personality that is
unique to each individual.
 Trait theory is focused on identifying and
measuring these individual personality
characteristics.
“Trait” theory
 Gordon Allport’s Trait Theory
 In 1936, psychologist Gordon Allport
found that one English-language
dictionary alone contained more than
4,000 words describing different
personality traits.
 He categorized these traits into three
levels:
Cardinal Traits
 Traits that dominate an individual’s whole life,
often to the point that the person becomes known
specifically for these traits.
 People with such personalities often become so
known for these traits that their names are often
synonymous with these qualities.
 Consider the origin and meaning of the following
descriptive terms: Freudian, Machiavellian,
narcissism, Don Juan, Christ-like, etc.
 Allport suggested that cardinal traits are rare and
tend to develop later in life.
Central Traits
 These are the general characteristics that
form the basic foundations of personality.
 These central traits, while not as
dominating as cardinal traits, are the
major characteristics you might use to
describe another person.
 Terms such as intelligent, honest, shy and
anxious are considered central traits.
Secondary Traits
 These are the traits that are sometimes
related to attitudes or preferences and
often appear only in certain situations or
under specific circumstances.
 Some examples would be getting
anxious when speaking to a group or
impatient while waiting in line.
“Trait” theory
 While most agree that people can be described based upon
their personality traits, theorists continue to debate the
number of basic traits that make up human personality.
 While trait theory has objectivity that some personality
theories lack, it also has weaknesses.
 Some of the most common criticisms of trait theory center
on the fact that traits are often poor predictors of behavior.
 While an individual may score high on assessments of a
specific trait, he or she may not always behave that way in
every situation. Another problem is that trait theories do not
address how or why individual differences in personality
develop or emerge.
“Behavioral” theory
 Behavioral theories of leadership are
based upon the belief that great leaders
are made, not born.
 Rooted in behaviorism, this leadership
theory focuses on the actions of leaders
not on mental qualities or internal states.
 According to this theory, people can
learn to become leaders through
teaching and observation.
“Behavioral” theory
 Behavioral psychology is a theory of learning
based upon the idea that all behaviors are
acquired through conditioning.
 Conditioning occurs through interaction with
the environment.
 According to behaviorism, behavior can be
studied in a systematic and observable
manner with no consideration of internal
mental states.
 There are two major types of conditioning:
Classical Conditioning
 Classical conditioning is a technique
used in behavioral training in which a
naturally occurring stimulus is paired
with a response.
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 These techniques are also useful in the
treatment of phobias or anxiety
problems.
Operant Conditioning
 Operant conditioning is a method of
learning that occurs through rewards
and punishments for behavior.
 Through operant conditioning, an
association is made between a behavior
and a consequence for that behavior.
Examples of Operant Conditioning

 We can find examples of operant conditioning at work all

around us. Consider the case of children completing
homework to earn a reward from a parent or teacher, or
employees finishing projects to receive praise or
promotions.
 In these examples, the promise or possibility of rewards
causes an increase in behavior, but operant conditioning
can also be used to decrease a behavior. The removal of an
undesirable outcome or the use of punishment can be used
to decrease or prevent undesirable behaviors. For example,
a child may be told they will lose recess privileges if they
talk out of turn in class. This potential for punishment may
lead to a decrease in disruptive behaviors.
“Participative Leadership” theory
 Participative leadership theories suggest
that the ideal leadership style is one that
takes the input of others into account.
 These leaders encourage participation and
contributions from group members and help
group members feel more relevant and
committed to the decision-making process.
 In participative theories, however, the leader
retains the right to allow the input of others.
“Situational” theory
 Situational theories propose that leaders
choose the best course of action based
upon situational variables.
 Different styles of leadership may be
more appropriate for certain types of
decision-making.
“Contingency” theory
 Contingency theories of leadership focus on
particular variables related to the environment
that might determine which particular style of
leadership is best suited for the situation.
 According to this theory, no leadership style is
best in all situations.
 Success depends upon a number of variables,
including the leadership style, qualities of the
followers and aspects of the situation.
“Transactional” theory
 Transactional theories, also known as
management theories, focus on the role of
supervision, organization and group
performance.
 These theories base leadership on a system
of rewards and punishments.
 Managerial theories are often used in
business; when employees are successful,
they are rewarded; when they fail, they are
reprimanded or punished.
“Transactional” theory
 This theory of leadership was first
described in by sociologist Max Weber,
and further explored by Bernard M. Bass
in the early 1980s.
Basic Assumptions of Transactional
Leadership
 People perform their best when the chain of
command is definite and clear.
 Workers are motivated by rewards and
punishments.
 Obeying the instructions and commands of
the leader is the primary goal of the
followers.
 Subordinates need to be carefully monitored
to ensure that expectations are met.
“Transformational” theory
 Relationship theories, also known as
transformational theories, focus upon the
connections formed between leaders and followers.
 Transformational leaders motivate and inspire
people by helping group members see the
importance and higher good of the task.
 These leaders are focused on the performance of
group members, but also want each person to fulfill
his or her potential.
 Leaders with this style often have high ethical and
moral standards.
The Components of Transformational
Leadership
 Intellectual Stimulation – Transformational leaders not
only challenge the status quo; they also encourage
creativity among followers. The leader encourages
followers to explore new ways of doing things and new
opportunities to learn.

 Individualized Consideration – Transformational

leadership also involves offering support and
encouragement to individual followers. In order to foster
supportive relationships, transformational leaders keep
lines of communication open so that followers feel free to
share ideas and so that leaders can offer direct
recognition of each followers unique contributions.
The Components of Transformational
Leadership
 Inspirational Motivation – Transformational
leaders have a clear vision that they are able to
articulate to followers. These leaders are also
able to help followers experience the same
passion and motivation to fulfill these goals.

 Idealized Influence – The transformational

leaders serves as a role model for followers.
Because followers trust and respect the leader,
they emulate the leader and internalize his or
her ideals.
Resources
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